delegation- secret of executive excellence
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Delegation- Secret of executive excellence. WHAT IS DELEGATION. The oxford dictionary meaning to delegation is “entrust to another”. WHY DELEGATE ?. Shall we make a try? - PowerPoint PPT PresentationTRANSCRIPT
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Delegation- Secret of executive excellence
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WHAT IS DELEGATION
•The oxford dictionary meaning to delegation is “entrust to another”
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WHY DELEGATE ?
•Shall we make a try?• Have chat to your neighbour first and come
out with some agreements and then discuss among the group and provide a list for the information of everybody
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WHY DELEGATE
• THE REASONS FOR DELEGATING ARE TWO FOLD
• 1. To help the Manager
• 2. To develop the subordinates with the intention of strengthening the organization and improving its efficiency and performance at the same time
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SYMPTOMS OF POOR DELEGATION
• 1. Working longer hours than others• 2. Having no lunch /coffee breaks• 3.Taking work home• 4. Spending time on mundane tasks • 5.helping others who could do without
the help
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SYMPTOMS OF POOR DELEGATION
• 6. Subordinates seeking advice all the time
• 7.Obsession with trivia- Perfectionist Syndrome
• 8. Unfinished tasks• 9. No time for pleasure or recreation • 10. Taking all decisions by himself
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RELUCTANCE TO DELEGATE
• 1. I can do it better myself -fallacy
• 2. Lack of confidence in subordinates
• 3. Inability to direct
• 4. Lack of communication
• 5. Fear of the Murphy’s law
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RELUCTANCE TO DELEGATE • 6. Temperamentally unsuited to taking a
chance • 7. Fear of competition• 8.Fear of expressing favouritism amongst
subordinates• 9.No contingency plans to cope with
unanticipated problems
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RELUCTANCE TO DELEGATE • 10. Unwilling to let subordinates make
mistakes Temperamentally unsuite to taking a chance
• 11. Fear of repurcussions and personal judgement being called in to question
• 12. A desire to cling to simple tasks out of personal interest
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DELEGATION IS A TWO SIDED RELATIONSHIP
• EVEN WHEN A MANAGER IS READYTO TURN OVER AUTHORITY THE SUBORDINATE MAY SHRINKFROM ACCEPTING IT.THERE ARE SEVERAL POSSIBLE REASONS FOR SUCH RELUCTANCE
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RELUCTANCE TO ACCEPT AUTHORITY BY DELEGATEE• 1. It may be easier to ask the boss
what to do than decide for himself • 2.lack of confidence in his own
abilities • 3. Already too much work to do• 4.What is in it for me syndrome • 5. Fear of criticism
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RELUCTANCE TO ACCEPT AUTHORITY BY DELEGATEE• 6. It may be easier to ask the boss what to
do than decide for himself
• 7.Fear of adverse reactions from colleagues
• 8. Lack of adequate information about the task
• 9.insufficient resources to do the job well
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WHAT TO DELEGATE
• Deciding on what to delegate can often be difficult and will be based on whether the aim of the delegation is to reduce personal pressure, develop subordinates or a combination of the two
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WHAT TO DELEGATE • In determining what to delegate the sorts of
questions a manager need to ask are as follows
• 1. What keeps again and again in the job• 2.what are the minor decisionsmade most
frequently• 3.What detail takes up most of the time
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WHAT TO DELEGATE • 4. Where will least damage occur should a mistake
be made • 5.which tasks could be handled by the
subordinates better than or same as me • 6.Which tasks do I enjoy doing just because I’Ve
always done them• 7.What jobs that could be delegated which would
provide more variety and challenge to subordinates
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WHAT TO DELEGATE • 8. What aspects of my workare directly related
to something a subordinate does already • 9.What kind of experience would be directly
beneficial to subordinates in developing their skills and experience
• 10.What duties can be delegated which will have clearly specified direction and will require minimal control
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WHAT NOT TO DELEGATE
• In the practice of management Peter Drucker identifies areas of what he views as management responsibilities which should not be delegated
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WHAT NOT TO DELEGATE
• 1. Setting policy objectives • 2. Organizing employees in to an
efficient team • 3. Motivating and communicating • 4. Checking and analyzingresults• 5. Setting training objectives
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WHY DELEGATION FAIL• 1. Managers don’t delegate enough to know
the pitfalls • 2. Managers fail to treat each situation as
unique• 3.There is a communication breakdown of
some kind • 4. The delegated areas are not defined clearly
enough
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WHY DELEGATION FAIL
• 5. No allowance is made for inevitable errors
• 6.Managers fail to treat each situation as unique
• 7. There is a communication breakdown of some kind
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WHY DELEGATION FAIL
• 8.Insufficient checks and control mechanisms are built in to the project to prevent disaster whilst still allowing freedom and encouraging the initiative of the subordinate
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WHY DELEGATION FAIL• 9.The extent of the authority afforded
the subordinate results in upsetting the equilibrium of the department of section
• 10. True delegation does not take place- I.e. the delegator fails to let go of the reins
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Why Delegation fail at times?
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Why Delegation fail at times?Because people do not manage it
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PLANNING FOR DELEGATION• Successful delegation must be planned
carefully and systematically if it is so to free the manager and enable him to become involved in other management priorities whilst still developing the skills and abilities of subordinates. Therefore attention needs to be given to the following
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PLANNING FOR DELEGATION
• Delegation should be done gradually
• Talk to subordinates and listen to what they have to say
• Assessing capabilities and identifying weaknesses
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PLANNING FOR DELEGATION
• Soliciting ideas from subordinates • Identifying potential problems so that
the risk is minimized • Improving the organization of his
section or department • set up a clear procedure for delegating
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PROCEDURE FOR DELEGATION• PHASE 1 • Critically examine own job• List all tasks currently undertaken• Add to the list any tasks which are
currently omitted through lack of time • Extract tasks which cannot/ should not be
delegated
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PROCEDURE FOR DELEGATION• Rearrange the remaining items in
descending order of importance • Note the estimated time required to
perform each task • Start at the top of the list and work down to
a point at which there are sufficient tasks to cope with bearing in mind the time allocations made
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PROCEDURE FOR DELEGATION
• Draw a line across the list - All remaining tasks are possible candidatesfor delegation ( Even if some big tasks still remain-no matter People have to learn and they have a knack of growing in to the job)
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PROCEDURE FOR DELEGATION• Phase 2
• Critically assess the capabilities of subordinates ( allowing for development)
• Match the tasks to the subordinates
• Brief each subordinate on the task(time spent on this will pay dividends)
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PROCEDURE FOR DELEGATION
• Phase 2
• Ensure that the parameters are understood
• Indicate the level of support you will provide
• Indicate the feedbackyou will expect to receive
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PROCEDURE FOR DELEGATION
• Phase 2
• Delegate the necessary authority
• Inform all those who need to know of that authority
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PROCEDURE FOR DELEGATION• Phase 3
• Monitor progress by checking periodically
• Check the progress of the job, not the ability of the subordinate to do the job
• Keep your eyes and ears open but don’t look for trouble
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CONSEQUENCES OF POOR DELEGATION
• TOO MUCH THINGS TO DO IN TOO LITTLE TIME WHICH MEANS
STRESS
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ORGANIZE FOR SUCCESS
• USE 5 S METHOD- THE EASIEST OF ALL
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THAT IS HOW YOU DEVELOP SOMETHING CALLED A-------
• I AM YOUR CONSTANT COMPANION,I AM YOUR GREATEST HELPER OR HEAVIEST BURDEN, I WILL PUSH YOU ONWARDS OR DRAG YOU DOWN TO FAILURE.I AM COMPLETELY AT YOUR COMMAND.
• HALF THE THINGS YOU DO YOU MIGHT JUST AS WELL TURN OVER TO ME & I WILL DO THEM QUICKLY & CORRECTLY I AM EASILY MANAGED & YOU MUST MERELY BE FIRM WITH ME. SHOW ME EXACTLY HOW YOU WANT SOMETHING DONE & AFTER A FEW LESSONS I WILL DO IT AUTOMATICALLY I AM THE SERVANT OF ALL GREAT MEN & WOMEN & ALAS OF ALL FAILURES AS WELL.
• THOSE WHO ARE GREAT, I HAVE MADE GREAT, THOSE WHO ARE FAILURES, I HAVE MADE FAILURES, I AM NOT A MACHINE THOUGH I WORK WITH THE PRECISION OF A MACHINE PLUS THE INTELLIGENCE OF A PERSON
• YOU MAY RUN ME FOR PROFIT OR RUN ME FOR RUIN. IT MAKES NO DIFFERENCE TO ME
• TAKE ME, TRAIN ME, BE FIRM WITH ME & I WILL PLACE THE WORLD AT YOUR FEET. BE EASY WITH ME & I WILL DESTROY YOU. WHO AM I?
• I AM THE HABIT!
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Time management is actually balancing your activities and
doing first things first
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